25. cognitive diversity
The extent to which the
group reflects differences
in knowledge, including
beliefs, preferences and
perspectives.
-Miller, et al (1998) Strategic Management Journal
27. Cerebral Mode (abstract & intellectual thought)
ANALYZE STRATEGIZE
Joys Joys
Solving technical problems Conceptualizing
Analyzing complex issues Innovating
Logical approach Seeing the big picture
Frustrations Frustrations
Interpersonal aspects of situations Routine Meetings
Ice breakers Details
Right Mode
Socializing in meetings Structure
Left Mode
Joys Joys
Implementing ideas Expressing ideas
Developing plans Understanding group dynamics
Follow-up and completion Team building
Frustrations Frustrations
“Blue Sky” thinking Logic ahead of feelings
Not following the rules No interaction with people
ORGANIZE PERSONALIZE
Limbic Mode (concrete and emotional processing)
32. sharing information
making meaning from
information
quality decision making
creative problem solving
innovation
fully utilizing talent
33. The Social Origin of Good Ideas
-Ronald Burt, University of Chicago
Teams with greater training and
experiential diversity introduce
more innovations.
“Management Team Tenure and Organizational
Outcomes” Finkelstein, Hambrick (1999)
Administrative Science Quarterly
&
“Management and Innovation” Bantel, Jackson (2002)
Strategic Management Journal
42. -Thomas Kuhn, The Structure of Scientific Revolutions
“…almost always, those
who achieve fundamental
inventions of a new
paradigm have been
either very young or very
new to the field whose
paradigm they change.”
43. so…
perspectives are how we
see things (problems and
opportunities)
heuristics are how we
approach or solve them
51. Draw a 9 dot matrix on a blank
paper …
Without lifting your pencil from
the paper, draw exactly four
straight, connected lines that will
go through all nine dots, but
through each dot only once.
66. always
disagree lack of
trust
dysfunctional
dysfunctional dysfunctional
agreement
agreement disagreement
us vs.
them personal
conflict
67. always
always
agree
lack of disagree lack of
honesty trust
dysfunctional
dysfunctional dysfunctional
agreement
agreement disagreement
avoid
us vs.
conflict meeting them personal
after the conflict
meeting
69. Groups often fail to
outperform individuals
because they prematurely
move to consensus, with
dissenting opinions being
suppressed or dismissed.
-Hackman, Morris (1975) Advances in Experimental
Social Psychology
70. Minority dissent, even dissent
that is wrong, stimulates
divergent thought. Issues
and problems are considered
from more perspectives and
group members find more
correct answers.
-Nemeth, Staw (1989) Advances in Experimental
Social Psychology
71. Where do good ideas come
from? That is simple…from
differences. Creativity comes
from unlikely juxtapositions.
The best way to maximize
differences is to mix ages,
cultures and disciplines.
-Nicolas Negroponte, founder MIT Media Lab
74. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations
75. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations
76. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations
77. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations
78. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations
79. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them & they
make space for novelty
learn from failure
meta conversations
80. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations
81. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations
82. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations
83. high low
difference difference
high learning celebration
growth reinforcement
interaction self-organization energy
stress low productivity
conflict wasted energy
exhaustion factions
low reflection comfort
safety belonging
interaction clearing the decks rest and recovery
isolation boredom
misunderstanding stagnation
Difference Matrix
Glenda Eoyang HSDI frustration death
84. high low
difference difference
high move to low difference: move to low
Tell a joke. interaction:
interaction State a shared value or Stop communicating.
belief. Leave the area.
Share personal experience. Explain yourself.
Pick a low difference topic. Pick a low
communication topic.
low move to high move to high
interaction: difference:
interaction Ask a question. Amplify little
Use another medium. differences
Listen more. Play devils advocate
Pick a high communication Pick a high difference
Difference Matrix topic. topic
Glenda Eoyang HSDI
86. social network analysis
From time to time people discuss
important matters with other
people. Looking back over the
past six months, who are the
people with whom you discussed
matters important to you?
87. social network analysis
Consider the people you
communicate with in order to get
your work done. Of all the
people you have communicated
with during the last six months,
who has been the most important
for getting your work done?
88. social network analysis
Consider an important project or
initiative that you are involved in.
Consider the people who would be
influential for getting it approved
or obtaining the resources you
need. Who would you talk to, to
get the support you need?
89. social network analysis
Who do you socialize with?
(spending time with people after
work hours, visiting one another at
home, going to social events, out
for meals and so on) Over the last
6 months, who are the main people
with whom you have socialized
informally?
90. other ideas for mixing it up…
• social technology
• solution & idea contests
• open space technology
• decision accelerator
• murder boarding
• random assignment
• more social
• communities of practice
91.
92. - Hunter S. Thompson
Walk tall, kick ass, love
music, and never
forget you come from a
long line of truth
seekers, lovers, and
warriors.
95. resources
• The Difference: How the Power of Diversity
Creates Better Groups, Firms, Schools, and
Societies | Scott Page
• The Wisdom of Crowds | James Surowiecki
• A Whole New Mind | Daniel Pink
• The Medici Effect | Frans Johansson
• The Geography of Thought | Richard Nisbett
96. resources
• Achieving Success Through Social
Capital: Tapping Hidden Resources in
Your Personal and Business Network |
Wayne E. Baker
• The Whole Brain Business Book
Ned Herrmann
• Competitive Advantage Through People:
Unleashing the Power of the Work Force |
Jeffrey Pfeffer